© rudolf p muller 20061 anthology – basis for action ?
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© Rudolf P Muller 2006 © Rudolf P Muller 2006 11
Anthology – basis for Anthology – basis for action ?action ?
© Rudolf P Muller 2006 © Rudolf P Muller 2006 33
ProceduresProcesses
Outputs(Services produced, legislat.
administered)
Outcomes(Customer Community Impact,
Results achieved)
Customer &Customer Group
NeedsInputs
Efficiency occursEffectiveness occurs
Appropriateness occurs
Project (Output) ManagementProgram Management
What & Where ?When & Why ? How & Who ?
© Rudolf P Muller 2006 © Rudolf P Muller 2006 44
ProceduresProcesses
Outputs(Services produced, legislat.
administered)
Outcomes(Customer Community Impact,
Results achieved)
Customer &Customer Group
NeedsInputs
Efficiency occurs
Effectiveness occurs
Appropriateness occurs
Project (Output) ManagementProgram Management
What & Where ?When & Why ?
Financial Customer ProcessLearning& Growth
StragtegicAim
StragtegicAim
StragtegicAim
StragtegicAim
CriticalSuccess
factor
CriticalSuccess
factor
CriticalSuccess
factor
CriticalSuccess
factor
StrategicMeasures
StrategicMeasures
StrategicMeasures
StrategicMeasures
Action Plan
FinancialIndicators
CustomerIndicators
ProcessIndicators
Learning &Growth
Indicators
Balanced Scorecard,per Outcome.
Outcomes and formulated Key PerformanceIndicators
e.g Outcome A, B, C
Defined Outputs which underpin Outcomes A, B, C
Activities are devised which generate projects
Variable (improvement factor)Performance Table Indicator RelationshipTabl, e.g.Outcome A underpinned byOutput A1, A2, A3Outcome B underpinned byOutput B1, B2Outcome C underpinned byOutput C1, C2, C3, A1
Projects occur which establish newoperational procedures/processes.
Outputs must conform with agreed-onPerformance Indicators
Negotiation about Output appropriateness
Service Level Agreementprocess cycle per Customer
Projects are established to facilitate implementation
Zachman Enterprise Framework utilised for ICT Planning
What Where How Who
logical modeldistrib systemarchitecture
applicarchitecture,
functions, userviews
human interfacearchitecture
When
processingstructure
Why
ends & means
business plan
business rulesmodel
PlannerScope & Context
OwnerConceptual business
model
DesignerSystem Model
(logical)
BuilderTechnology Model
(physical)
physical datamodel
technologyarchitecture
system designpresentationarchitecture
controlstructures
rule design
Sub ContractorDetail representation
data definitionnetwork
architectureprogram
securityarchitecture
timing definition rule specification
things importantto the business
businesslocations
businessprocess
people importentto business
events & cycles
bus. entityrelationships
busin. processmodel
businesslogistics system
workflow model master schedule
Data Network Function People Time Motivation
Architecture Framework Strategic FrameworkManagmnt. Framework
How & Who ?
Kaplan & Norton Framework
Kaplan & Norton Framework utilised for ICT Planning
Architectural FrameOrganisational Management
Frame
PerformanceManagement
Frame
© Rudolf P Muller 2006 © Rudolf P Muller 2006 66
A EDCB F
Business analysts need toacquire experience in
projecting models forward tofuture state
We tend to do BPMAFTER the requirementshave been established
Lack of note-taking duringinitial discussions with the
business
BPM is possible efficient,but why are WE doing it?
Architects long term strategiesare not handed proper down/
translated/transparent intodevelopment/operations
There are no black&whiterules, therefore it is difficult
to apply critique evenhanded
Do not try to employ re-usability at BPM level
Do not generalize models, theyare meant to be specific
BPM has only a certain set ofrules, but around business
processes we will encountermostly guidelines
Employ mentoring instead ofsetting too much guidelines
Where does BPM fit withinthe overall processes and
frameworks ?
People that are not reallysupportive of BPM put
themselves in the way toprevent proper modelling
Disconnection betweenstrategy - planning -
operation
Changes are beingapplied without reallyexperiencing how the
original process eventsperformed
No coherent direction asto where we go (goal,
direction)
Analysts should be withthe business all the timeand help to business to
understand itself
We try - but are actuallynot able to - tell the
business how to do itsbusiness
BPM to be done byBUSINESS, not technical
areas
Enough detail is required tounderstand implications of
the business process,however, it must be possibleto turn visibility of the details
on or of as the situationdemands
BPM are NOT to bemodelled by technical people
Emphasis needs to be givento the importance of BPM inthe business, especially theend-to-end understanding of
the model
TEmphasis needs to begiven to the importance of
BPM in the business,especially the end-to-end
understanding of the processthat establishes the model
Emphasis needs to be givento the importance of BPM inthe business, and its ability
to help the business tounderstand itself
Keep developers out ofthe business modelling
side
Lack of appropriatelyskilled people
Functional RequirementsSpecs (FRS) do not show
what 'it' is about.
Bad models are betterthen none, provided they
are consistant
To much rework isrequired due to
overlapping boundaries
Boundary definitionsrequired between
Business & Technical
Models should bedelivered to us, instead of
we doing the models
Lack of detailed view ofbusiness process
Waters between businessprocess(es) and technical
process(es) have been andsometimes still are muddled
New method(es) introducedwithout proper strategic how to.
Don't use techos for businessanalysis
Technical people used forbusiness processes of whichthey know little (creates grey
areas of possibly unsure/incorrect process)
Resource areas properllyinstead of using stop-gap
measures, as skills are notalways appropriately
Difficult to define boundaries,makes work more difficult as
the business is sometimes notsure of its own process
Some detail of businessprocesses recorded in 'adirectory' , but no visibility
across all who need to know
No continuity
Too long run-up time due to noagreed-on technique/guide/
principles
BPM NOT to be done bytechos
BPM is a matter for thebusiness to be done congruent
across all government, toachieve its maximum potential
Boundaries need to be definedaround BPM
BPM is about what thebusiness wants/needs and/orhow it (believes it ) functions
Lack of transparency to allparticipants
No consistancy of approach
A n t h o l o g y -- basis for action ???
•Generation of ‘points’
•Identification of ‘points’
•Corroboration of ‘points’
•Multiple reframing
© Rudolf P Muller 2006 © Rudolf P Muller 2006 77
A EDCB F
Business analysts need toacquire experience in
projecting models forward tofuture state
We tend to do BPMAFTER the requirementshave been established
Lack of note-taking duringinitial discussions with the
business
BPM is possible efficient,but why are WE doing it?
Architects long term strategiesare not handed proper down/
translated/transparent intodevelopment/operations
There are no black&whiterules, therefore it is difficult
to apply critique evenhanded
Do not try to employ re-usability at BPM level
Do not generalize models, theyare meant to be specific
BPM has only a certain set ofrules, but around business
processes we will encountermostly guidelines
Employ mentoring instead ofsetting too much guidelines
Where does BPM fit withinthe overall processes and
frameworks ?
People that are not reallysupportive of BPM put
themselves in the way toprevent proper modelling
Disconnection betweenstrategy - planning -
operation
Changes are beingapplied without reallyexperiencing how the
original process eventsperformed
No coherent direction asto where we go (goal,
direction)
Analysts should be withthe business all the timeand help to business to
understand itself
We try - but are actuallynot able to - tell the
business how to do itsbusiness
BPM to be done byBUSINESS, not technical
areas
Enough detail is required tounderstand implications of
the business process,however, it must be possibleto turn visibility of the details
on or of as the situationdemands
BPM are NOT to bemodelled by technical people
Emphasis needs to be givento the importance of BPM inthe business, especially theend-to-end understanding of
the model
TEmphasis needs to begiven to the importance of
BPM in the business,especially the end-to-end
understanding of the processthat establishes the model
Emphasis needs to be givento the importance of BPM inthe business, and its ability
to help the business tounderstand itself
Keep developers out ofthe business modelling
side
Lack of appropriatelyskilled people
Functional RequirementsSpecs (FRS) do not show
what 'it' is about.
Bad models are betterthen none, provided they
are consistant
To much rework isrequired due to
overlapping boundaries
Boundary definitionsrequired between
Business & Technical
Models should bedelivered to us, instead of
we doing the models
Lack of detailed view ofbusiness process
Waters between businessprocess(es) and technical
process(es) have been andsometimes still are muddled
New method(es) introducedwithout proper strategic how to.
Don't use techos for businessanalysis
Technical people used forbusiness processes of whichthey know little (creates grey
areas of possibly unsure/incorrect process)
Resource areas properllyinstead of using stop-gap
measures, as skills are notalways appropriately
Difficult to define boundaries,makes work more difficult as
the business is sometimes notsure of its own process
Some detail of businessprocesses recorded in 'adirectory' , but no visibility
across all who need to know
No continuity
Too long run-up time due to noagreed-on technique/guide/
principles
BPM NOT to be done bytechos
BPM is a matter for thebusiness to be done congruent
across all government, toachieve its maximum potential
Boundaries need to be definedaround BPM
BPM is about what thebusiness wants/needs and/orhow it (believes it ) functions
Lack of transparency to allparticipants
No consistancy of approach
© Rudolf P Muller 2006 © Rudolf P Muller 2006 88
Dave Snowden Dave Snowden has been one of the leading figures in the movement towards integration of humanistic approaches to knowledge management with appropriate technology and process design. Well known for his work on the role of narrative and sensemaking, he is an entertaining speaker and a formidable realist, and one of the few thought leaders who can bring together the academic and practitioner perspectives into a single, comprehensible purview.
He is Founder & Chief Scientific Officer -Cognitive Edge (formerly the Cynefin Centre) which focuses on the development of the theory and practice of social complexity. The Cynefin Centre spun off from IBM in July 2005 to allow it greater freedom to explore new trans-disciplinary and participatory approaches to research and the creation of an open source approach to management consultancy. The Cynefin framework which lies at the heart of the approach has been recognized by several commentators as one of the first practical application of complexity theory to management science and builds on earlier pioneering work in Knowledge Management.
© Rudolf P Muller 2006 © Rudolf P Muller 2006 99
BPM is possible efficient, butwhy are WE doing it?
Architects long termstrategies are not handedproper down/translated/
transparent intodevelopment/operations
Where does BPM fit within theoverall processes and
frameworks ?No coherent direction as to
where we go (goal, direction)
Emphasis needs to be given tothe importance of BPM in the
business, especially the end-to-end understanding of the
model
TEmphasis needs to begiven to the importance of
BPM in the business,especially the end-to-end
understanding of the processthat establishes the model
Emphasis needs to be givento the importance of BPM inthe business, and its ability
to help the business tounderstand itself
Models should be delivered tous, instead of we doing the
models
BPM is a matter for thebusiness to be done congruent
across all government, toachieve its maximum potential
BPM is about what thebusiness wants/needs and/orhow it (believes it ) functions
Strategy & Architecture
é
© Rudolf P Muller 2006 © Rudolf P Muller 2006 1010
BPM is possible efficient, butwhy are WE doing it?
Architects long termstrategies are not handedproper down/translated/
transparent intodevelopment/operations
Where does BPM fit within theoverall processes and
frameworks ?No coherent direction as to
where we go (goal, direction)
Emphasis needs to be given tothe importance of BPM in the
business, especially the end-to-end understanding of the
model
TEmphasis needs to begiven to the importance of
BPM in the business,especially the end-to-end
understanding of the processthat establishes the model
Emphasis needs to be givento the importance of BPM inthe business, and its ability
to help the business tounderstand itself
Models should be delivered tous, instead of we doing the
models
BPM is a matter for thebusiness to be done congruent
across all government, toachieve its maximum potential
BPM is about what thebusiness wants/needs and/orhow it (believes it ) functions
Strategy & Architecture
Where
is ‘it’ done?
© Rudolf P Muller 2006 © Rudolf P Muller 2006 1111
Employ mentoring instead ofsetting too much guidelines
People that are not reallysupportive of BPM put
themselves in the way toprevent proper modelling
Analysts should be with thebusiness all the time and help
to business to understanditself
Lack of appropriately skilledpeople
Technical people used forbusiness processes of whichthey know little (creates grey
areas of possibly unsure/incorrect process)
Resource areas properllyinstead of using stop-gap
measures, as skills are notalways appropriately
Transformational Change failed or slow
Org Development
Do not generalize models,they are meant to be specific
We try - but are actually notable to - tell the business how
to do its business
© Rudolf P Muller 2006 © Rudolf P Muller 2006 1212
Employ mentoring instead ofsetting too much guidelines
People that are not reallysupportive of BPM put
themselves in the way toprevent proper modelling
Analysts should be with thebusiness all the time and help
to business to understanditself
Lack of appropriately skilledpeople
Technical people used forbusiness processes of whichthey know little (creates grey
areas of possibly unsure/incorrect process)
Resource areas properllyinstead of using stop-gap
measures, as skills are notalways appropriately
Transformational Change failed or slow
Org Development
Do not generalize models,they are meant to be specific
We try - but are actually notable to - tell the business how
to do its business
Lack of knowledge
© Rudolf P Muller 2006 © Rudolf P Muller 2006 1313
We tend to do BPM AFTER therequirements have been
established
Changes are being appliedwithout really experiencing how
the original process eventsperformed
New method(es) introducedwithout proper strategic how to.
No continuity
Too long run-up time due to noagreed-on technique/guide/
principles
No consistancy of approach
Methode & Approach
Bedding down of process
&
Process integrity
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